The hybrid professional: an examination of how educational leaders relate to, with and through managerialism.

This paper examines how one particular class of educational leader - international school Heads - relate to managerialism. Representing a novel site of new theorisation, the independence enjoyed by these leaders allows a ‘purer’ view of managerialism as experienced ‘in here’ (inside the subject), not just as a reaction to what is ‘out there’ (i.e. to policy). Through analysis of twenty-five face-to-face interviews, they were found to have relationships to managerialism that are not compliant or transgressive, educational or managerial, but hybridic. Some Heads relate to managerialism pragmatically; they reluctantly ‘do’ managerialism but avoid, segment and/or moderate managerial influences on their identities. Other Heads proactively use managerialism to discipline their staff and organisations; they draw power from managerial discourses; and they claim its values as their own. Seen through the lens of hybridity, educational identifications remain important, indeed they remain paramount, but for some subjects, they have been conjoined with complimentary managerial ones. [ABSTRACT FROM AUTHOR]